Many managers attempt to develop collaborative alliances with other organizations. Such strategies are difficult to implement: they are as likely to fail as to succeeed. Implementing and managing an alliance is harder than deciding to collaborate. This paper explores the topic empirically through a study of one form of alliance -supply chain partnering. It presents an interaction model of partnering which shows seven contextual factors that shape, and are shaped by, human action. This context can both help and hinder the emergence of co-operative behaviour. The model is illustrated through a case study of two organizations (customer and supplier) attempting to co-operate more closely. The case shows how the cultural and other differences between the parties at first caused difficulty. Actions were taken to change aspects of the context to facilitate more cooperative behaviour. Improving interpersonal relations led to further actions to create more formal mechanisms which would support future co-operation. These appear to have contributed to the relationship exceeding the initial expectations of the partners. The interaction model illuminates both the content and process of supply chain partnering.

The purpose of this research was to investigate e‐business and e‐supply strategies in Scottish small‐ and medium‐sized enterprises (SMEs). The paper reviews academic literature and recent survey reports on the degree of e‐business adoption in the UK and Republic of Ireland. The qualitative methodology undertaken is described, findings are discussed and implications from this study for e‐business strategies outlined. This was an exploratory study using a small sample with possible geographic biases. Nevertheless, the data so far are in line with findings from larger studies. The role of support agencies is examined, as well as how government could better serve the SMEs. Finally conclusions and future research plans are presented.

Globalisation and technology effects appear to have spurred smaller firms around the world to embrace e-business practices. However, there is considerable variability in adoption and usage from country to country. Drawing on existing research on e-business and conventional business and marketing in the smaller firm, this paper formulates a conceptual framework of reasons behind adoption and non-adoption in the smaller firm. Macro dimensions, industry sector and firm-level factors are analysed, together with owner/manager motivations and attitudes towards e-business adoption. A conceptual framework is constructed and research propositions are then developed in order to focus attention on sets of internal and external factors which impact on smaller firm e-business usage. Recommendations for future theory development are presented, together with implications for industry bodies involved in supporting the SME sector.

The purpose is twofold: (i) to determine the extent to which companies' efforts aimed at sustainable business practices consider stakeholders in their organisations and business networks, the marketplace and society; and (ii) to validate or refute a stakeholder framework of business sustainability efforts within focal companies, the marketplace, society and business networks. Design/Methodology/Approach: Based on a questionnaire survey targeting large companies across industries and sectors in Spain. The sample consisted of 231 companies generating a useable response rate of 38.5%. Exploratory factor analyses was performed on a crossindustry sample to test a five-dimensional framework. Findings: Reports on the validation of initial and refined factor solutions. The factor analyses confirmed five stakeholder dimensions related to business sustainability efforts of organisations, their business networks, marketplace and society. The validated results indicate satisfactory convergent, discriminant and nomological validity and reliability through time and across contexts. Research implications: The stakeholder framework in connection to business sustainability efforts in supply chains consisting of five factors was validated: (i) the focal company, (ii) downstream stakeholders, (iii) societal stakeholders, (iv) market stakeholders, and (v) upstream stakeholders.. Suggestion for further research is provided. Managerial implications: The validated framework of stakeholders allows insight into the environment which stakeholders operate and how they influence on the focal company. Originality/Value: The manuscript contributes to the validation of a stakeholder framework of business sustainability efforts within focal companies, their business networks, the marketplace and society. The measurement properties provide support for acceptable validity and reliability across contexts and through time.

The overall objective of this research is to improve the P&SM field"s understanding of the behaviour of suppliers with a longer term view to improving the ability of all buyers to influence the behaviour of suppliers in ways that match the buyers" requirements and preferences. The research identifies forty-nine elements in buyers" purchase offerings, behaviours and characteristics that suppliers regard as important. These have been conceptualised as Sources of Supplier Value (SOSV). This paper seeks to establish a common vocabulary for describing supplier needs, wants and preferences and their impact on buyer attractiveness. In view of the current paucity of research and understanding in this subject area, the paper"s main contribution is a coherent theoretical framework, terminology and rationale for investigations into the phenomenon of Organisational Supplying Behaviour. Paper type: Notes and Debates